Samir Khadr
Business Unit Director, Decommissioning, Waste Management and Fuels
Holding a Master’s degree from the University of Aberdeen and an MBA from the University of Glasgow, Samir moved into the nuclear sector in 2014 after starting his career in finance. He went on to build broad experience in business development and project delivery for various UK and international clients, working for organisations such as Jacobs Engineering and Cyclife, EDF’s decommissioning entity. In 2022, he joined Assystem to lead a major business in the AXIOM Joint Venture, delivering asset care and decommissioning solutions across the Sellafield site, before progressing to Business Unit Director for Assystem’s Decommissioning, Waste Management and Fuels operations. Passionate about the energy transition, he is committed to advancing innovation and delivering sustainable value across the energy sector.
Nuclear revival and fuel fabrication facilities: major investments are coming
At a time of global energy transition, nuclear power is experiencing an unprecedented revival. At the end of 2025, the International Atomic Energy Agency (IAEA) counted 417 operational nuclear reactors, with a global capacity of 377 gigawatts (GW), and announced a trajectory that could lead to a threefold increase in the global production of nuclear by 2050.
But this growth will not be limited to the construction of new reactors or the modernisation of existing facilities. The development of new nuclear production capacity will automatically lead to a sustained increase in fuel requirements, which will necessitate an expansion of industrial manufacturing capacity (conversion, enrichment, assembly, recycling) while adapting facilities and processes to the specific characteristics of new reactors, particularly in terms of fuel types, enrichment levels and safety requirements.
Modernising, expanding capacity, and creating new fuel fabrication facilities comprise complex and time-consuming lifecycle activities (design, licensing, construction, qualification). It is essential to plan well in advance to avoid bottlenecks in the supply chain that could delay the commissioning of new reactors.
In an environment marked by increased sovereignty, safety, and performance requirements, engineering has a key role to play in supporting fuel cycle stakeholders in major upcoming programmes, and responding to the challenges of infrastructure modernisation, sustainability, productivity, and adaptability.
Olivier Vincent
Director of Development
Olivier, an engineer graduated from the École d’Arts et Métiers and ESC Toulouse, began his career in 2009 at Areva. He started in India, supporting the sale of EPR reactors for the JNPP project, before specialising in hydrogen energy storage. He then took on the role of Director of Strategy for the group’s Treatment and Recycling activities. In 2017, Olivier joined Assystem as Director of Strategy for nuclear activities. Currently, Olivier is the Director of Development, responsible for AMR-SMR activities and the Orano account.
Fuel plant productivity challenge: producing more, faster, with greater variety and just as safe
Strengthening the capacity of facilities for the manufacture of conventional fuels
The global revival of large-power reactor programmes will put increasing pressure on industrial capacity for manufacturing ‘conventional’ UOx fuels. Demand for enriched uranium is therefore expected to rise sharply against a backdrop of persistent geopolitical tension, which has highlighted the vulnerability of international supply chains and reinforced the importance of energy sovereignty.
As a result, several governments have launched or planned projects aimed at recreating or strengthening national fuel manufacturing capabilities, in order to reduce dependence on third countries. These dynamics now call for the modernisation of existing facilities and the design of new industrial units in a competitive market context where price pressure will be very significant.
Deploying industrial chains quickly to produce advanced fuels
Alongside ‘conventional’ UOx fuels, new industries will grow to meet the needs of new types of fourth-generation reactors, both large and small, like Advanced Modular Reactors (AMRs). HALEU, TRISO, MOX RNR fuels, and advanced molten salt fuels will expand the existing offering. However, their industrial deployment will require technological breakthroughs, with more flexible and modular facilities capable of producing several types of fuel, sometimes within the same site. Mastering process variability, enhanced safety requirements, and industrial production rates will therefore be a major challenge for the success of these fuel types.
Nuclear revival and fuel fabrication facilities: major investments are coming
At a time of global energy transition, nuclear power is experiencing an unprecedented revival. At the end of 2025, the International Atomic Energy Agency (IAEA) counted 417 operational nuclear reactors, with a global capacity of 377 gigawatts (GW), and announced a trajectory that could lead to a threefold increase in the global production of nuclear by 2050.
But this growth will not be limited to the construction of new reactors or the modernisation of existing facilities. The development of new nuclear production capacity will automatically lead to a sustained increase in fuel requirements, which will necessitate an expansion of industrial manufacturing capacity (conversion, enrichment, assembly, recycling) while adapting facilities and processes to the specific characteristics of new reactors, particularly in terms of fuel types, enrichment levels and safety requirements.
Modernising, expanding capacity, and creating new fuel fabrication facilities comprise complex and time-consuming lifecycle activities (design, licensing, construction, qualification). It is essential to plan well in advance to avoid bottlenecks in the supply chain that could delay the commissioning of new reactors.
In an environment marked by increased sovereignty, safety, and performance requirements, engineering has a key role to play in supporting fuel cycle stakeholders in major upcoming programmes, and responding to the challenges of infrastructure modernisation, sustainability, productivity, and adaptability.
Fuel plant productivity challenge: producing more, faster, with greater variety and just as safe
Strengthening the capacity of facilities for the manufacture of conventional fuels
The global revival of large-power reactor programmes will put increasing pressure on industrial capacity for manufacturing ‘conventional’ UOx fuels. Demand for enriched uranium is therefore expected to rise sharply against a backdrop of persistent geopolitical tension, which has highlighted the vulnerability of international supply chains and reinforced the importance of energy sovereignty.
As a result, several governments have launched or planned projects aimed at recreating or strengthening national fuel manufacturing capabilities, in order to reduce dependence on third countries. These dynamics now call for the modernisation of existing facilities and the design of new industrial units in a competitive market context where price pressure will be very significant.
Deploying industrial chains quickly to produce advanced fuels
Alongside ‘conventional’ UOx fuels, new industries will grow to meet the needs of new types of fourth-generation reactors, both large and small, like Advanced Modular Reactors (AMRs). HALEU, TRISO, MOX RNR fuels, and advanced molten salt fuels will expand the existing offering. However, their industrial deployment will require technological breakthroughs, with more flexible and modular facilities capable of producing several types of fuel, sometimes within the same site. Mastering process variability, enhanced safety requirements, and industrial production rates will therefore be a major challenge for the success of these fuel types.
By producing HALEU locally, the UK is gaining autonomy over a type of fuel that was previously highly dependent on external suppliers. The country is ensuring that its future nuclear projects (SMR, AMR, etc.) will have access to a reliable source of fuel without being entirely dependent on a limited global market. This production is part of the UK's Civil Nuclear Roadmap to 2050.
says Samir Khadr, Decommissioning, Waste and Fuels Director for Assystem UK.
Anticipating fuel requirements for fusion power
In the longer term, the development of fusion reactors opens up new industrial opportunities, particularly in the manufacture and processing of specific fuels such as tritium. Although these technologies are still at varying stages of maturity, they already require forward planning in terms of infrastructure, processes, and regulatory frameworks. The design of facilities dedicated to the manufacture of fuel for fusion power must incorporate high standards of safety, containment, traceability, and material flow management from the outset, while also being part of an evolving and modular industrial approach.
Living up to the ambitions of major industrial projects: focus on French and British programmes
To meet these challenges, manufacturers will need to rely on expert engineering to help them structure, scale, and ensure the reliability of the infrastructure that will guarantee the fuel cycle's long-term viability. Multiphysics simulation, digital traceability, virtual reality, and robotisation are becoming essential levers for enhancing safety, improving quality control, and optimisation.
In France, this paradigm shift is particularly evident in the ‘Aval du Futur’ programme led by the Orano Group, a large-scale industrial project valued at tens of billions of euros. In addition to efforts to extend the life of the la Hague and Melox facilities, this programme aims to design and deploy the industrial capacity needed to enable France to recycle nuclear fuel until the end of the century, in line with the strategic guidelines defined by the French government. It is fully aligned with circular economy principles, designed to secure access to raw materials, optimise the recovery of spent fuel, reduce the volume and toxicity of waste, and strengthen national energy sovereignty in the long term.
The United Kingdom, where the nuclear industry is accelerating the transformation of its fuel cycle in close collaboration with the government, is another perfect example of this dynamic. It draws mainly on the work of the National Nuclear Laboratory (NNL), in close collaboration with leading industry players involved in major fuel programmes, such as Westinghouse, Urenco, and Framatome. Urenco has launched the construction of an advanced uranium enrichment facility, representing an investment of £196 million at Capenhurst, co-financed by the British government. This facility is expected to produce around 10 tonnes of HALEU fuel per year from 2030 onwards. Finally, the Advanced Fuel Cycle Programme (AFCP) has also contributed significantly to the development of the UK's nuclear fuel capabilities.
All these initiatives create new opportunities for cooperation and innovation between operators and engineering companies, as demonstrated by the projects Assystem is contributing to in France and the United Kingdom:
We are delivering multidisciplinary support to various projects for customers designing new manufacturing plants, developing legacy enrichment facilities, and managing materials and wastes from the civil and defence sectors. This modernisation is crucial to address the expanding diversity of fuels and the associated evolving safety requirements.
explains Samir Khadr.
In France, Assystem is already working with Orano on the extension of the Georges-Besse II enrichment unit in Tricastin, supporting their programmes to extend the life of the la Hague and Melox plants, and is also involved in several projects led by Framatome (Romans-sur-Isère, Jarrie, Ugine)
adds Olivier Vincent, Orano Account Manager and AMR Programme Director of Assystem in France.
Design-to-cost, modularity and digitalisation: three key engineering levers for flexible and high-performance fuel installations
The nuclear fuel cycle is being reshaped by major industrial, technological, and geopolitical changes. Extending the lifespan of existing facilities, emerging new fuels, increasing safety and performance, and industrial sovereignty requirements call for new approaches to investing in current plants and designing the facilities of tomorrow. Engineering plays a key role in this regard, providing methods, tools and a systemic vision that enable secure decision-making, cost control and guaranteed infrastructure adaptability over long-time horizons.
1. Upgrading existing facilities: investing wisely, sustainably, and in a controlled manner
The modernisation of existing fuel cycle facilities cannot be approached as a simple technical upgrade. It must be part of a targeted investment strategy, based on a detailed and systematic understanding of how the plants operate. Originally designed with limited operating lifetimes, these facilities are now expected to operate for several more decades, making it crucial to choose the right level of investment.
The challenge is to focus efforts on the functions and assets that are truly critical to safety, operational continuity and industrial performance. This is done to avoid both the risks associated with underinvestment, which can lead to vulnerabilities and uncontrolled shutdowns, and those associated with overinvestment, which can be costly and unjustified in terms of operational benefits. Based on an analysis of functional chains, system interfaces, ageing mechanisms and obsolescence risks, this approach makes it possible to prioritise needs, to choose between reliability improvements, retrofitting or more extensive modernisation, and to align decisions with a coherent long-term strategy.
Our role is to provide a comprehensive overview of the current state of facilities, in order to help operators make the right investments at the right level, demonstrating their technical, regulatory and industrial justification, and ensuring the long-term sustainability, performance and resilience of plants throughout their entire life cycle.
explains Olivier Vincent.
2. Designing new plants: digital technology for modular, 'design-to-cost' facilities
Beyond the modernisation of existing infrastructure, the industrial transition of the fuel cycle also involves the design of new plants capable of meeting evolving needs over several decades. In this context, engineering brings decisive added value in three key areas: modularity and design-to-cost, supported by a digital backbone.
Design-to-cost
The development of new facilities occurs in a specific context, marked by design and construction cycles spread over several decades, limiting direct feedback from clients, particularly on non-process activities. It therefore becomes necessary to rely on engineering firms that have recently conducted complex industrial projects with tight cost constraints and to capitalise on proven practices from the early stages. The ‘design-to-cost’ approach consists of integrating cost as a design constraint in its own right, on an equal footing with safety and performance, making it possible to set a target cost from the outset, guide technical choices and avoid deviations linked to over-specification. It also promotes the identification of functions that are required for safety, through functional analysis and risk studies, and encourages standardisation, the re-use of proven technological building blocks and the reproducibility of solutions.
Modularity
The logic of design-to-cost goes along with the modular design of facilities, inspired by practices from the aerospace and automotive sectors. Modularity facilitates logistics, maintenance and the integration of technological developments, on sites designed for lifespans of up to a century. It also enables off-site manufacturing of subsystems, factory testing, reduced constraints on simultaneous activities on site, the use of multipolar logistics including maritime transport, the use of standardised containers, decentralised management of spare parts and significant potential for reconfigurability to meet unforeseen future needs.
Digital technology as the backbone
These new design approaches are based on a robust digital infrastructure, placing digital technology at the heart of project governance. Model-Based Systems Engineering (MBSE) approaches, 3D/4D/5D modelling, digital twins and collaborative platforms make it possible to structure a coherent modular architecture upstream, manage requirements, simulate interfaces and optimise flows well before the construction phase. By making the impacts of each design choice visible and traceable, digital technology significantly reduces modification cycles and secures costs, deadlines and industrial performance.
Digital technology is now an enabler of industrial performance and safety. Combined with modularity in a design-to-cost approach, it improves design quality, secures costs and deadlines, anticipates maintainability issues and reduces the risks associated with on-site coactivity, while ensuring complete traceability throughout the entire life cycle.
emphasises Olivier Vincent.
Conclusion
Adapting existing facilities and developing new industrial capacities means laying the foundations for the nuclear industry of tomorrow. It also means taking on a major collective challenge: guaranteeing fuel availability, ensuring control of the entire cycle and strengthening the sovereignty of national industries in a context of strong global demand growth. Investment needs in the fuel cycle are now global and concern all major nuclear nations, reflecting a sustainable return on structural investments aimed at securing supplies and anticipating the emergence of new fuel sectors.
Given this global upturn, Assystem stands ready to support its clients and industrial partners. With its expertise in nuclear engineering, its mastery of digital tools and its operational presence in several countries, the group is already engaged in discussions and projects with numerous players across the nuclear fuel cycle, complementing its positions in France, the United Kingdom and internationally.
This integrated approach has a common goal: to make a concrete contribution to the global nuclear revival, while strengthening the safety, industrial performance and resilience of fuel cycle infrastructures.
concludes Samir Khadr.
THE AUTHORS
Samir Khadr
Business Unit Director, Decommissioning, Waste Management and Fuels
Holding a Master’s degree from the University of Aberdeen and an MBA from the University of Glasgow, Samir moved into the nuclear sector in 2014 after starting his career in finance. He went on to build broad experience in business development and project delivery for various UK and international clients, working for organisations such as Jacobs Engineering and Cyclife, EDF’s decommissioning entity. In 2022, he joined Assystem to lead a major business in the AXIOM Joint Venture, delivering asset care and decommissioning solutions across the Sellafield site, before progressing to Business Unit Director for Assystem’s Decommissioning, Waste Management and Fuels operations. Passionate about the energy transition, he is committed to advancing innovation and delivering sustainable value across the energy sector.
Olivier Vincent
Director of Development
Olivier, an engineer graduated from the École d’Arts et Métiers and ESC Toulouse, began his career in 2009 at Areva. He started in India, supporting the sale of EPR reactors for the JNPP project, before specialising in hydrogen energy storage. He then took on the role of Director of Strategy for the group’s Treatment and Recycling activities. In 2017, Olivier joined Assystem as Director of Strategy for nuclear activities. Currently, Olivier is the Director of Development, responsible for AMR-SMR activities and the Orano account.